Insomniac Takes Resistance 2 Criticism to Heart

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Being one of the critics that praised it, it was a surprise to find Insomniac Games community manager James Stevenson apologizing for Resistance 2. Many of the gamers were disappointed, as he states in the VideoGamer.com interview:

“The critics loved Resistance 2. Some people didn’t like it, but for the most part… And the Metacritic’s higher than Resistance 1. So we got better reviews than Resistance 1, but the overall opinion of it is that it was a failure by fans, that Resistance 2 was a failure, because maybe the expectations were so high for it.

Unfortunately, he fails to note what exactly what the community was disappointed by. Yes, the lack of campaign co-op was a downer (and the co-op play included was a mess), but the scale of the multiplayer was spectacular. Also, the campaign was memorable, including the Chicago level which may register as one of the more epic confrontations this generation.

Yes, the Leviathan assault was a scripted event, but it established scale, opening up the world of Resistance to a new level of invasion the player was unaware of prior. That’s important, more so in a game trying to establish itself as an experience. Resistance 2 did just that, including varied locales that did more than just toss enemies on screen. The town taken over by Chimera egg pods was eerie, terrifying, and amazingly effective.

As such, here’s hoping that Insomniac doesn’t take some bitter fan criticism too harshly, because they nailed it with Resistance 2.

On that note, what was it that dropped the game below the expectation in your opinion? Let us know below.

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Randy Michaels. (president of Jacor Communications loves his work)(Column)

Broadcasting & Cable March 27, 1995 | Zier, Julie A.

To really be good in the radio business, you have to love it to an unreasonable degree,” says Jacor Communications President/Co-COO Randy Michaels. “It’s a sickness.” As head of the nation’s eighth-largest radio group with very public intentions of getting bigger, Michaels has got the bug.

“Randy is tremendously passionate about his job,” says Jack Evans, operations manager for Jacor’s KRFX(FM)/KBPI(FM) Denver, who has known Michaels for 16 years. “He’ll tell you that he would do it for free.” Growing up, Michaels was captivated by radio. He remembers stringing long-wire antennas from his garage to a neighbor’s house and accidentally shocking himself while trying to fix radio sets.

Michaels majored in physics at the State University of New York-Fredonia. His first radio job was as chief engineer for the college station, a job that included changing the wire service paper, selling time and doing an air shift. “I looked at radio as something unreal that I was doing until I figured out what real job I wanted to do in my life,” he says.

By 1973 that outlook had changed. As a full-time student, Michaels was general manager of the college station, on-air talent at WBUZ(AM) Fredonia, and worked 12-hour weekend shifts at Taft Broadcasting’s WGR (AM)-WGRQ(FM) Buffalo, N.Y. But, Michaels says, “that wasn’t enough.” In 1975 he went full-time as program director for WKRQ-FM Cincinnati. “[Taft] figured I couldn’t hurt anything there,” Michaels jokes. The station quickly rose to number one in the market. Michaels repeated this success at Taft’s WDAF(AM) Kansas City, Mo., before he became the company’s vice president of programing. see here michaels printable coupon

But Michaels grew frustrated with Taft. The company had expanded into amusement parks, travel agencies and movie production. Michaels felt the corporate bureaucracy was growing, while the focus on radio was shrinking. In 1983 he left to start his own group, Seven Hills Communications, backed by a group of Cincinnati investors. in our site michaels printable coupon

The new venture started with WLW (AM)-WSKS(FM) Cincinnati. In 1985 the group bought three more stations and changed its name to Republic Broadcasting. In 1986 Republic merged into Jacor, then run by founder Terry Jacobs, and went public.

Initially, Jacor did not produce as expected. Its capital structure was crowded with complex debt and equity instruments. When the recession began in the early 1990s, Jacor was forced to restructure. With the help of the Zell/Chilmark Fund, a Chicago-based investment fund that specializes in deals with troubled businesses, Jacor eliminated its debt. A series of management changes propelled Michaels and his former Republic management team into Jacor’s top spots.

Under Michaels’s leadership, Jacor took on a new outlook. Michaels threw out the corporate policy manual, opting for one basic rule: Use your best judgment.

“Randy’s managerial style is ‘Your bat, your ball and your butt,’ “Evans says. “He hires who he feels are competent people and gives them the tools to do the job. So if you ask any of Jacor’s program directors and general managers, they will tell you that no one works for Randy, they work with Randy.” Jacor today is underleveraged. It has made no secret that it is “looking to bag a bigger elephant,” in Michael’s words; that is, buy a larger radio group. A proposed buyout of Evergreen Communications made news last October when Evergreen publicly turned down Jacor’s offer. Michaels says the company still is looking for the right deal.

“It’s not my style, or the style of my management team, to have much patience or discipline,” Michaels says. “But we have shown a great deal of patience and a great deal of discipline because when we pull the trigger, we want to have the rifle pointed at the right target. We want to make a deal that we know will provide our shareholders an above-average return. And it will happen.” But, ironically, the current health of the industry has slowed trading. Everyone has become a buyer and no one wants to sell, Michaels says. Broadcasters are waiting to see how deregulation and capital-gains cuts play out. “We probably need a little bump in the economy to shake some stuff loose.” Michaels says his success in the radio industry comes from refusing to grow up. “To stay in a creative business, you have to remember what makes a 12-year-old curious,” he says. “I work hard at that. Creativity and the willingness to look at things a different way is the only way to ever achieve real growth.” President/Co-COO, Jacor Communications, Cincinnati; b. May 25, 1952, Clarksburg, W.Va.; attended State University of New York-Fredonia and Buffalo, 1970-74; WCVF(AM) Fredonia: chief engineer, 1970-71; general manager, 1971-72; chief engineer/sales/disk jockey, WBUZ(AM) Fredonia, 1972-73; chief engineer/news/assistant program director, WGR(AM)-WGRQ-FM Buffalo, 1973-75; program director, WKRQ-FM Cincinnati, 1975-76; operations manager, WDAF(AM) Kansas City, Mo., 1976-78; Cincinnati: vice president, programing, Taft Broadcasting, 1977-83; executive VP, programing and operations, Seven Hills Communications, 1983-85; executive VP, operations, Republic Broadcasting, 1985-86; executive VP, operations, Jacor Communications, 1986-92; current position since 1992; m. Lori Higdon, July 4, 1994.

Zier, Julie A.